| Autor: |
Alexander Kroll, Donald P. Moynihan, Poul Aaes Nielsen |
| Přispěvatelé: |
James, Oliver, Jilke, Sebastian R., Van Ryzin, Gregg G. |
| Jazyk: |
angličtina |
| Rok vydání: |
2017 |
| Předmět: |
|
| Zdroj: |
Moynihan, D P, Nielsen, P A & Kroll, A 2017, Managerial use of performance data by bureaucrats and politicians . in O James, S R Jilke & G G Van Ryzin (eds), Experiments in Public Management Research : Challenges and Contributions . Cambridge University Press, pp. 244-269 . https://doi.org/10.1017/9781316676912.012 |
| DOI: |
10.1017/9781316676912.012 |
| Popis: |
Introduction This chapter examines experimental evidence on performance information use by public officials – including both bureaucrats and politicians – charged with managing public services. Unlike topics covered in many of the chapters in this book, the topic is relatively new, and while observational studies of performance information use precede experimental work, the temporal gap is small. The topic therefore allows us to consider how experimental and observational work approach the same empirical phenomenon in approximately the same time frame. In some respects, the study of performance information use is a natural fit with the broader trend towards experiments discussed in this book, as it reflects a behavioural approach to studying public management. Moynihan and Pandey (2010: 852) ‘conceptualise performance information use as a form of organisational behaviour’ that could be explained by studying individual, job, organisational, and environmental factors. By contrast, the study of performance management more broadly has traditionally centred on the study of particular reforms and initiatives, and broad assessments on whether they appeared to have been working or not (e.g., Radin 2012). A shortcoming of such work is that it typically excluded attention to micro-foundational bases for how public officials actually make use of performance data. Performance management reforms have consistently sought to improve government effectiveness and accountability, but the central and frequently unspoken assumption is that such improvement requires a particular type of behaviour: that public officials incorporate performance data into their judgments and decisions. But whether and how public officials use data, and under what conditions, are questions which until recently were virtually unaddressed. This is why performance information use has been characterised as a ‘big question’ (Moynihan and Pandey 2010) for the broader study of performance management, reflecting Van Dooren's (2008: 22) claim that ‘if we want to study the successes and failures of performance movements, we have to study the use of performance information.’ The question of performance information use is important not just for the study of performance management, or even administration generally, but also for policy and governance. |
| Databáze: |
OpenAIRE |
| Externí odkaz: |
|
